Managing People in an International Context - BMO0284

Assessment 1: Other

In-class test on international factors impacting on HRM, including trends, regulatory concerns and key functional areas.

Other

Assessment 1: Written Assignment

Written assignment

People management in the international context is about more than HRM in a subsidiary context. The nature and scope of international working through multinationalisation, labour mobility and the emergence of global nomads raises many issues about national, institutional and regulatory issues in relation to human resources, not just from the cultural perspective but comparatively and strategically. Processes of internationalisation require specific people strategies that raise questions about ethics and responsible management in the modern age as well as trends and demands for particular skills, such as Cultural Empathy (CQ). In this module you will examine the conceptual and practical issues in relation to international operations that impact on people management. You will also take a comparative approach to how organisations and people management operate in different cultures, countries and regions.

Huddersfield Business School

Bamber, G., Lansbury, R., Wailes, N. and Wright F. (eds), (2016). International and Comparative Employment Relations: National Regulation, Global Changes, 6th edition. Sage
Brewster, C., Houldsworth, E. and Sparrow, P. (2016) International human resource management. 4th ed. London: CIPD Kogan Page
Dicken, P. (2015) Global shift: mapping the changing contours of the world economy. 7th ed. London: Sage.
Maley, J. and Moeller, M. (2014) Global performance management systems: The role of trust as perceived by country managers. Journal of Business Research, 67: 2803 – 2810
Matthewman, J. (2011). The Rise of the Global Nomad: How to Manage the New Professional in Order to Gain Recovery and Maximize Future Growth. Kogan Page
Michailova, S. (2002). When common sense becomes uncommon: participation and empowerment in Russian companies with Western participation. Journal of World Business, 37: 180-187
Rees, C. and Edwards, T. (2010, 2nd edition). International Human Resource Management: Globalization, National Systems and Multinational Companies. London: Financial Times/Prentice Hall.
Trompenaars, F. and Hampden-Turner, C. (2012) Riding the waves of culture: understanding cultural diversity in global business. 3rd ed. Boston, MA: Nicholas Brealey Publishing.

BMO0284 - Managing People in an International Context

Managing People in an International Context

Plan and communicate a HRM strategy in relation to recruitment, reward, etc. in the international context with reference to cultural and institutional frameworks

Apply different theories to people management in the international context and to be able to differentiate appropriate strategies for people management practice (e.g., recruitment, reward, repatriation)

Explore and critically evaluate major trends and factors shaping the people management profession in the international context

To be able to respond to staffing and employment challenges in international organisations

To understand the strategic role of HRM in relation to competitive advantage and show how the people management profession adds value through organisational change and development in the international context

To comprehend the importance and impact of context, regulations and institutions on determining approaches to HRM 